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Non-Japan Wholesaling
Glocal and Cross Border Business Rooted in Many Countries and Regions as One of the World’s Leading Paper Distribution Companies
Our first foray into the global arena dates back to our expansion into Shanghai, China in 1899. Since then, we have firmly established ourselves in markets with diverse cultures and business practices, accumulating extensive know-how in paper distribution. Currently, we are developing a robust supply system tailored toward local customer needs through group companies in the U.S., the U.K., Ireland, Germany, France, Australia, New Zealand, India, Hong Kong, Singapore, and Malaysia that possess inventory and distribution capabilities.
We are expanding into consumer-facing product categories, such as PPC paper, labels, films, and sign & display-related items, in addition to products for printing companies and paper processors. By advancing a “glocalization” strategy that aligns with the needs of each country’s market, we are bringing about a global network that is rooted in and thrives alongside local communities.
By integrating the foundations and operational strengths we have cultivated across diverse countries and regions, our group is striving to create synergies and position itself as the world’s leading paper group, while further expanding our business and generating new value.
Our Global Network*As of March 31, 2025
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Asia(Excluding Japan)
- 24
- Companies
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Oceania
- 14
- Companies
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Americas
- 9
- Companies
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Europe
- 30
- Companies
Current Situation in the Non-Japan Wholesaling Segment
Promotion of Glocalization & Creation of New Value
In fiscal 2022, we faced notable profit volatility due to external market dynamics that were not anticipated during the formulation of our previous medium-term business plan. These fluctuations were driven by factors such as constrained maritime logistics and surging raw material and fuel prices. In fiscal 2023, the impact of these factors led to reduced sales as a result of inventory adjustments made in response. Conversely, structural reforms at each business location—initiated prior to the expansion of the COVID-19 pandemic–contributed to improved profitability. Additionally, we achieved strong results by steadily executing complementary M&As in regions such as Europe, Southeast Asia, and Oceania, focusing on industrial packaging, signs & displays, films, and flexible packaging.
Under the segment policy laid out in OVOL Medium-term Business Plan 2026, we are working to build a stable revenue base, diversifying our revenue sources, and continuing to invest in logistics infrastructure and information systems in the graphic paper market. At the same time, we are expanding sales of high-value-added products such as sign & display-related items, industrial packaging, flexible packaging, and environmentally friendly products. In addition, by executing complementary M&As in peripheral business areas and integrating existing merchant functions within the value chain of related products, we aim to increase our revenue by diversifying revenue sources and expanding capabilities. We also seek to achieve this by advancing cross-selling initiatives within the group.
In addition, the CEOs and CFOs of group companies now include individuals with experience in M&As, which has contributed to successful outcomes. Still, fostering and retaining expert talent within our group is of major importance. Therefore, as this is a central theme in our OVOL Medium-term Business Plan 2026, we are promoting investments in human capital such as implementing training programs, and working to enhance organizational capabilities and productivity.
Business Activities Throughout the World
